The document discusses what CEOs and founders need to know about software development. It outlines key questions executives should ask their CTOs or development leads, such as about the largest business risks and technical debt. It also covers important software development topics like estimating timelines, managing technical debt, and optimizing productivity through practices like continuous delivery and focusing on developer experience.
Smartsourcing Nearshore IT Resources for Mobile Software Development in EuropeIT Sourcing Europe
IT Sourcing Europe's white paper aims to demonstrate on real-life examples:
• How utilization of nearshore IT resources and smart and innovative approaches towards outsourcing can help Western European companies, focused on rapid growth and long-term benefits, achieve both apparent cost savings and flexibility, and
• How nearshore IT resources can effectively be integrated into mobile software company’s culture, mission and business objectives.
Tiempo is a nearshore outsourcer specializing in software and managed service solutions that helps its clients achieve a higher velocity, lower cost software development and resource management environment. Tiempo possesses Agile software development knowledge; when combined with the nearshore support model, benefits our clients with meaningful operating results. The company is headquartered in Tempe, Arizona with development centers in Monterrey and Hermosillo Mexico.
Smartsourcing Nearshore IT Resources for Mobile Software Development in EuropeIT Sourcing Europe
IT Sourcing Europe's white paper aims to demonstrate on real-life examples:
• How utilization of nearshore IT resources and smart and innovative approaches towards outsourcing can help Western European companies, focused on rapid growth and long-term benefits, achieve both apparent cost savings and flexibility, and
• How nearshore IT resources can effectively be integrated into mobile software company’s culture, mission and business objectives.
Tiempo is a nearshore outsourcer specializing in software and managed service solutions that helps its clients achieve a higher velocity, lower cost software development and resource management environment. Tiempo possesses Agile software development knowledge; when combined with the nearshore support model, benefits our clients with meaningful operating results. The company is headquartered in Tempe, Arizona with development centers in Monterrey and Hermosillo Mexico.
Impression 3D : Repenser les business models et la capture de valeur [Marcus ...Thierry Rayna
Impression 3D, repenser les Business Models et la capture de valeur
– Quel est l’impact de l’impression 3D sur les modèles d’affaires ?
– En quoi l’impression 3D permet-elle d’établir des modèles d’affaire dynamique, agiles et ambidextres ?
– Quels challenges liés à la capture de valeur ? Comment les surmonter ?
– Comment repenser le management de la Propriété Intellectuelle afin de tirer pleinement profit de cette nouvelle révolution industrielle ?
Managing IT Projects - Onsite Offshore CoordinationMahesh Dedhia
In the Software industry, quite often development and testing jobs are outsourced and a small percentage of the team is placed at the client location to coordinate between client teams and offshore teams. This presentation talks about specific challenges faced when teams are geographically distributed and some of the best practices that have helped in my experiences as onsite coordinator as well as offshore project manager.
Your IT infrastructure must transform along with the pace of business. And IT professionals need solutions that can support them wherever they are in their transformation process. The answer? Comprehensive virtual infrastructure solutions that can address IT needs today and tomorrow, no matter the business or industry.
Learn how you can maximize the critical technologies that run your business with our flexible, comprehensive tiered service model. We have the people, process, and tools to proactively managed your IT infrastructure with our managed services.
Au sein d’une démarche DevOps, le build et le déploiement continue sont les premiers piliers à mettre en place.
Cette session avancé de notre NighClazz “Build Tools & Continuous Delivery” a pour objectif de présenter les modes de déploiement "Blue-Green Deployment" et "Feature toggle" ainsi que les principes d'automatisation des schémas de base de données.
Introduction to case management - Roeland Loggen vs1.1rloggen
An introductory presentation on case management as a business work pattern and the IT solution to support it. Language: English. Roeland Loggen, Capgemini.
How do you align business with IT? Many companies don\'t do this - to their detriment. IT that is focused on solving business solutions is the only effective IT.
Impression 3D : Repenser les business models et la capture de valeur [Marcus ...Thierry Rayna
Impression 3D, repenser les Business Models et la capture de valeur
– Quel est l’impact de l’impression 3D sur les modèles d’affaires ?
– En quoi l’impression 3D permet-elle d’établir des modèles d’affaire dynamique, agiles et ambidextres ?
– Quels challenges liés à la capture de valeur ? Comment les surmonter ?
– Comment repenser le management de la Propriété Intellectuelle afin de tirer pleinement profit de cette nouvelle révolution industrielle ?
Managing IT Projects - Onsite Offshore CoordinationMahesh Dedhia
In the Software industry, quite often development and testing jobs are outsourced and a small percentage of the team is placed at the client location to coordinate between client teams and offshore teams. This presentation talks about specific challenges faced when teams are geographically distributed and some of the best practices that have helped in my experiences as onsite coordinator as well as offshore project manager.
Your IT infrastructure must transform along with the pace of business. And IT professionals need solutions that can support them wherever they are in their transformation process. The answer? Comprehensive virtual infrastructure solutions that can address IT needs today and tomorrow, no matter the business or industry.
Learn how you can maximize the critical technologies that run your business with our flexible, comprehensive tiered service model. We have the people, process, and tools to proactively managed your IT infrastructure with our managed services.
Au sein d’une démarche DevOps, le build et le déploiement continue sont les premiers piliers à mettre en place.
Cette session avancé de notre NighClazz “Build Tools & Continuous Delivery” a pour objectif de présenter les modes de déploiement "Blue-Green Deployment" et "Feature toggle" ainsi que les principes d'automatisation des schémas de base de données.
Introduction to case management - Roeland Loggen vs1.1rloggen
An introductory presentation on case management as a business work pattern and the IT solution to support it. Language: English. Roeland Loggen, Capgemini.
How do you align business with IT? Many companies don\'t do this - to their detriment. IT that is focused on solving business solutions is the only effective IT.
ILDEX 2019 Presentation on Digital Transformation in the Farming IndustryArvy Budiarto
For those who missed our presentation at ILDEX2019 as Japfa's guest speaker, hopefully this is useful. We talked about how using digital system can help the farming industry in Indonesia, especially livestock business management. Feel free to ping us for any questions at info@agiletechnica.com
I did this presentation entirely using cartoons drawn by me. The message is that agility comes not just by technology alone. There are other dimensions to it.
Usama Fayyad talk at Silicon Slopes Technology Summit in Salt Lake City January 31, 2019. The title is "Deploying #AI Technology that Works - #AI Hype vs. Reality: Lessons Learned for Pragmatic AI in the Enterprise. I cover my own version of a brief history of AI and how #BigData is strongly related to making AI work. I cover 5 lessons from the front lines for making AI work in the Enterprise. I conclude with a brief overview of what we are doing at OODA Health, Inc.
Similar to What managers need to know about IT (20)
7. What should you ask?
What should a CEO ask his CTO?
(VP Engineering, Lead developer, …)
Stephan Schmidt - What Top Management needs to know about IT
8. Stuff that risks your
business or has huge
revenue impact.
Stephan Schmidt - What Top Management needs to know about IT
9. Green Shifting.
Stephan Schmidt - What Top Management needs to know about IT
20. Market
Opportunity
Feeling of
urgency
Time relative to competitor
Reinertsen 1998
Stephan Schmidt - What Top Management needs to know about IT
21. Top Management Attention of top
possible impact management for a
project
Reinertsen 1998
Stephan Schmidt - What Top Management needs to know about IT
22. 1 women needs 9 months to deliver a baby.
9 women do deliver a baby in 1 month.
Stephan Schmidt - What Top Management needs to know about IT
23. 1. Feature
2. Feature
1. Feature
2. Feature
3. Feature
4. Feature
5. Feature
3. Feature
4. Feature
5. Feature
Time Time
Parallel Serial
Stephan Schmidt - What Top Management needs to know about IT
24. Performance
Stephan Schmidt - What Top Management needs to know about IT
25. Scope
Time
Stephan Schmidt - What Top Management needs to know about IT
26. Scope
Time
Stephan Schmidt - What Top Management needs to know about IT
27. Scope
∞
Time
Stephan Schmidt - What Top Management needs to know about IT
28. Technical Debt
Stephan Schmidt - What Top Management needs to know about IT
29. Technical
Debt
Time
Stephan Schmidt - What Top Management needs to know about IT
30. Technical
Debt
WALL
Rewrite
Time
Stephan Schmidt - What Top Management needs to know about IT
31. Work left
Technical
to do
Debt
Pressure
Time
Stephan Schmidt - What Top Management needs to know about IT
32. Lines of
Code
BAD
Ok
GOOD
Time
Stephan Schmidt - What Top Management needs to know about IT
33. How long does it take?
Stephan Schmidt - What Top Management needs to know about IT
34. Brooks Law:
Adding people to a late project makes it later.
Stephan Schmidt - What Top Management needs to know about IT
35. Software estimation is usually done by the
wrong people.
Stephan Schmidt - What Top Management needs to know about IT
36. Cone of Uncertainty
4x
1x Time
Software Complete
Detailed Design
Complete
UI Complete
Requirements
Complete
0,25x
Initial Idea
Steve McConnell
Stephan Schmidt - What Top Management needs to know about IT
37. Bad Cone of Uncertainty
4x
1x Time
Requirements
Complete
0,25x
Initial Idea
Steve McConnell
Stephan Schmidt - What Top Management needs to know about IT
38. 10% 50% 90%
Probability
Estimation
/Time
1. July 1. August 1. October
Stephan Schmidt - What Top Management needs to know about IT
39. Usually Estimation is not needed!
Focus on Time to Market and
What not when
Stephan Schmidt - What Top Management needs to know about IT
40. And don’t forget …
Do not hire developers
if you don’t know what you do.
Stephan Schmidt - What Top Management needs to know about IT
42. Sources
“Software Estimation: Demystifying the Black Art”,
Steve McConnell
“Developing Products in Half the Time”,
Donald G. Reinertsen
“The Mythical Man-Month”,
Frederick P. Brooks
“Peopleware”,
Tom DeMarco
Stephan Schmidt - What Top Management needs to know about IT
43. DON’T FORGET!
Maintenance typically consumes
40 to 80 percent of software costs.
Stephan Schmidt - What Top Management needs to know about IT
44. Productivity
Stephan Schmidt - What Top Management needs to know about IT
45. The most important factor in software work is
the quality of the programmers.
Stephan Schmidt - What Top Management needs to know about IT
46. The best programmers are up to 28 times
better than the worst programmers.
Stephan Schmidt - What Top Management needs to know about IT
47. Developers need 15 minutes
to reach the ZONE.
Stephan Schmidt - What Top Management needs to know about IT
49. Tools.
Stephan Schmidt - What Top Management needs to know about IT
50. No silver bullet.
Stephan Schmidt - What Top Management needs to know about IT
51. War on Talent
Stephan Schmidt - What Top Management needs to know about IT
52. When your recruiting pipeline is empty
3 months recruiting
+ 3 months notice period
+ 1 current month
= 7 months from need to filled
Stephan Schmidt - What Top Management needs to know about IT